OMiG Digital Summit 2016 - Grainne Redmond - eir

Editor's Notes

• #3: Purpose: To be brilliant so we are remembered How: Change customers perception of eircom, get organisation buy in and reduce staff turnover. How: Give the customer great value, be convenient and trustworthy to do business with and inspire customers to want our products. Final level was a 15 point execution plan: The final level of our digital strategy focused on a 15 point execution plan that would deliver tangible results to achieve the purpose and objectives e.g. Creating a personalised more relevant experience. 15 Point execution plan which covered Propositions, Marketing, Content, Capability and Operations and within content included elements like – Personalisation, SEO, online propositions, Online Capablity, Continual test and learn.
• #4: Spark research: Strategy was designed around a number of qualitative and quantitative inputs. We commissioned piece of research by Spark to look at our core segments and understand the users journey, barriers, triggers. We needed to understand the most effective way to present our products to customer online.
• #5: The Rebrand About 5 months prior to September 15th (launch of eir) our digital transformation project took a slight detour, but one that supported and built for us a stronger digital presence. The Rebrand of one of Irelands most iconic and well known brands.
• #6: The eircom brand did not represent the company -  the first to launch 4G in Ireland, the operator of Ireland’s largest fibre network, a compelling TV service and at the time of launch the only provider of a ‘quad play’ of services that combines broadband, TV, mobile and landline. No one is doing more in telecommunications in Ireland for consumers, families, sole traders, small businesses, large enterprises and the public sector. We are fully aligned with and supportive of Ireland’s digital agenda. The brand was dated and did not represent the
• #12: Project O presented an opportunity for eir to relook at how it presents itself in the digital world. This is by far one of the biggest programs of work the team has ever embarked on, and all was required within 4 months. The program of change for digital involved: Transforming 100 individual digital touchpoints (between websites, portals, apps, microsites, extranets and our intranet) Across c. 50 different vendors With changes to over 2,000 web pages, made up of over one million lines of code And 41 new domains, Setting up 60 new social handles And the merging of the old eircom and emobile sites and social channels. We have united our digital estate under new future focused digital guidelines, aimed at giving the customer a rich and give immersive customer experience. We have a brand new version of the myeir app. Originally launch in June 2015, the app now includes full billing information, unbilled usage for broadband and mobile users, and is now available on tablet. Its simple and easy to use interface gives the customer total control of their account.  We have focused on improving our customer experience by extending social media opening hours and launching new communities on eir, including a new blog. The results will flow through in the coming days and we can keep you up to date as they come in.
• #13: The 5 month change programs involved a new ethos, brand guidelines and internal behaviours. It involved from our technical perspective changing over 100 digital touch points and 2,000 web pages. A new my eir app release, new site structure, new blog, new Conversocial platform was all key prove points for the new brand. Was it a success – we delivered a new richer content approach, a new look aligned with rebrand and new pages and journeys. Better designed and constructed pages have lead to “eir customers staying 36 seconds longer on site ad visiting 10% more pages. The goal conversion rate is also 2% greater than on eircom.ie. After launch we continued to A/B test and pushed the way for further change and buy in from our colleague – example of change of our bundle names. We knew users just wanted simple descriptions and did not relate to our new product names like eir Go – we tested and converted 17% more on pages with simple descriptions. We brought a new SEO agency on board, improved our content from an SEO perspective ad increase our organic by 16%. We shared content across sales and support e.g. The “joining” section which contribute to our unique visitors into our sale pages each month. A key goal for the rebranding of eircom to eir was to develop a new brand with Digital at the forefront. The challenge for the Digital team was to develop an entirely new website in just 3 months from start to finish - not just to bring the new brand to life – but to be a best in class industry leader. The drivers was to transform the brand online, using eir.ie as the flagship Through extensive use of analytics and insight from the old site, along with user testing, focus groups and extensive research the goal was to make purchase journeys more user-friendly and intuitive, and to self-serve or get help easily and quickly.
• #14: There was a clear understanding, buying telecom services online is not straightforward. Barriers to decisions include long contracts, too many terms and conditions, technical language, varying needs, multiple choice, switching process, complexity of pricing and promotions. Our primary aim was to deliver a website with easy to find offers, delivered in a concise and simple manner, with streamlined customer sales and service journeys. Less clutter, less clicks. It was key to lay out information in non-confusing way, with easy navigation and in as few steps as possible to complete any transaction.
• #16: There was a clear understanding, buying telecom services online is not straightforward. Barriers to decisions include long contracts, too many terms and conditions, technical language, varying needs, multiple choice, switching process, complexity of pricing and promotions. Our primary aim was to deliver a website with easy to find offers, delivered in a concise and simple manner, with streamlined customer sales and service journeys. Less clutter, less clicks. It was key to lay out information in non-confusing way, with easy navigation and in as few steps as possible to complete any transaction.
• #17: Key Objectives: Conversion: As an e-commerce site the main business goal is to deliver sales - Retention: Provide a strong and trustworthy service offering with multiple entry points on the site - Brand Introduction and Awareness: About Page / Brand launch - informing our users why we are changing and how this change is done with them in mind - Increased Product Understanding: Page structure - modular design, clear comparison and bundle tool to help our users choose the best bundle for their needs.
• #19: I describe digital transformation simply as the journey towards being a digital organisation where “digital” means two things: firstly, focusing on the customer experience irrespective of channel, and secondly, having a digital culture. That is what we hope to achieve from our Digital Transformation programme and here are some of the highlights of 2015 – with a focus on content for purposes of panel discussion.